From the President and CEO 2. Student Perspectives...4. Overview of JobTrain: Helping Those Most in Need Succeed 5

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2 TABLE OF CONTENTS From the President and CEO 2 Student Perspectives Overview of JobTrain: Helping Those Most in Need Succeed 5 Our Vision, Our Mission, Our Values, and Accreditations The Challenge: Understanding that Numbers Hide Increasing Poverty Within the Bay Area Why JobTrain is Uniquely Qualified to Meet These Challenges Key Areas of Focus Business Model and Cost Partnerships and Relationships Market: Where We Work and Why Who Comes to JobTrain? Program Results and Impact JobTrain Results o What Didn t Have To Be Paid For as a Result of JobTrain Programs Increasing Impact: Our Strategic Plan for the Future JobTrain Strategy Map o Goals & Enablers JobTrain s Theory of Change Student Learning Objectives Our Participant Pathway APPENDIX A: Financial Picture APPENDIX B: Key Partners and Relationships Thank You to Our Donors JobTrain Board of Directors & Strategic Advisory Committee Members Page 1

3 From the President and CEO As JobTrain ended its 50 th year (and ended year two of our strategic plan), we continued to meet or exceed goals created with the help of the whole JobTrain community. Close to 92% finished our programs and 84% were placed; of these, 83% were still in jobs one year later. This report provides details about our work and measures our success against key metrics that our stakeholders helped us develop metrics we chose to measure our progress and our impact, as well as to help us make changes when we needed to. Measuring wages, tax refunds for low income people, forgone benefits and lower recidivism rates resulted in an economic benefit of $14.6 million to the community, this year, an increased percentage of this number came from wages earned by our participants. Over the past 5 years, JobTrain students have earned $46,000,000 in wages. On a journey to expand equality and opportunities for the people we serve, we have found fantastic partners, supporters and friends. And, like our students and our community, JobTrain has also faced many challenges, while remaining determined to create new pathways to success. We are especially pleased that JobTrain has increased those served in our core vocational training by over 30%, and offered more training in more places than ever before. In San Jose, with our partners at Goodwill and the Laborers Training Center, we are now offering our construction training program; in Menlo Park, we have a day and evening Medical Assistant program, a new Web Developer Coding Program with a pathway from Sequoia Adult School and a pathway to Cañada College; and in Redwood City, we offered our Digital Arts program at Redwood High (which won a Playmaker Super Bowl Award!). Finally, JobTrain and its partners opened our new social enterprise café and catering company, Rendezvous, at the Sobrato Center in Redwood Shores, featuring graduates who gain on-the-job training to help them move to full-time employment. In 2016, JobTrain achieved great distinction as a nonprofit, receiving the highest ratings from Guidestar and Charity Navigator, and a wonderful review from ACS-Western Association of Schools and Colleges granting us accreditation for another six years. To expand awareness of the issues, and help policy and programs keep pace with the needs of all people in our community, JobTrain has embarked on a series of efforts to tell the story of those most in need. In a separate report that will be published in early December, we have gathered available labor and census data to paint a picture of the broken pathway and how to fix it to ensure that our community members can not only survive, but find a way out of the endless cycle of minimum wage jobs and poverty in the Bay Area. This year a record was set when 12 students rang our bell in one day to celebrate new jobs. These events remind me of the phenomenal impact on the community of each and every job placement in a career that brings opportunity to reach a living wage. And, at our annual JobTrain open house, Page 2

4 amid community members, volunteers, government officials and all of our stakeholders being able to take part in a short class and talking with our students, I challenged employers not to leave talent on the table. Several, including Stanford Hospital, worked with our team and have been great externship and employment partners ever since. Now, more than ever, the challenges faced by the community we serve make JobTrain services essential and in high demand. Unemployment is low, but that does not tell the whole story. Many of those who are employed are working two or three jobs to survive. Our waiting lists have grown with so many people wanting to join our programs and find a pathway to a career. JobTrain s Board, Strategic Advisory Committee, staff, volunteers, donors and partners form an unbeatable team, and your continued support is an inspiration. We would love to make sure that everyone who is waiting for their chance can become part of JobTrain. Together, we will continue to expand opportunities to make sure those most in need succeed. Thank you! Nora Sobolov President and CEO Page 3

5 Student Perspectives base. Anna was working in dead-end minimum wage jobs. Nonetheless, she loved working with people and wanted to continue to use her strong customer service skills. A good friend had been enrolled in JobTrain s Certified Nurse Assistant program and loved it so much that she wanted to share the experience with Anna. Anna also had a very personal reason for wanting to enroll in JobTrain s health care program. Her mother recently suffered a stroke, and Anna wanted to expand her healthcare knowledge Despite a daily commute from Fairfield, California, Anna successfully completed the program in Within two months working as a Certified Nursing Assistant, she was hired to work as the Staffing Coordinator at Always Best Care Senior Services. She attends JobTrain s job fairs and to this day, hires our graduates. Emeline was working long hours in a job that had no stability. She very much wanted a career that would be able to provide better opportunities for herself and her family. Her cousin who was enrolled in JobTrain s healthcare program shared with her that JobTrain offered vocational training at no cost. Emeline immediately enrolled in JobTrain s Business Administration Skills program. Emeline says that it was not only her vocational skills training program that gave her the skills she needed, but JobTrain s Essential Skills training that gave her the confidence and tools she needed to apply for and interview for a job. Today, Emeline has secured a position working as a Therapy Administrative Assistant for A is for Apple in Saratoga, California. Emeline is confident that this new job is a stepping stone to a new and stable career. Samantha was alone and homeless. Her family was overseas. She was working multiple jobs in retail in order to qualify for housing. At the suggestion of her boyfriend, a student in JobTrain s Project Build construction program, Samantha enrolled in JobTrain s Medical Assistant program. She excelled in her classroom studies and graduated in July She was selected for and completed an externship at Stanford Health Care. JobTrain changed my life. When no one believed in me, JobTrain did. I felt like I was no one and now, I m someone. Someone my child will be proud of. In late 2016, Samantha was hired as a Medical Assistant at Stanford Health Care. Page 4

6 Overview of JobTrain: Helping Those Most in Need Succeed Our Vision JobTrain is a place where dreams come true. We create a unique opportunity for people to develop personal and career goals, and to achieve their aspirations by acquiring relevant skills and positive attitudes about themselves and their potential. People are drawn to JobTrain for our high-value training, effective personal development programs, impressive results, and respect for the individual. JobTrain delivers on the promise of a better life. Our Mission JobTrain is committed to helping those who are most in need to succeed. Our purpose is to improve the lives of people in our community through assessment, attitude and job skills training, and high potential career placement. Our Values JobTrain is founded on a belief in the potential of every human being. We believe that through training, skills development, encouragement and inspiration, people will be empowered to become self-supporting and thriving members of society. We believe in the dignity and potential of every individual. We believe that with opportunity and motivation, people will help themselves. Accreditations JobTrain is accredited by the Accrediting Commission for Schools Western Association of Schools and Colleges (ACS WASC), participates in coaccreditation agreements with Cañada College, and provides high school credits for some programs. Page 5

7 The Challenge: Understanding that Numbers Hide Increasing Poverty Within the Bay Area Many of the challenges facing our community last year remain an issue. While wages have risen, the cost of living in the Bay Area has seen astronomic growth, making it difficult to fill the gap between income and cost of living. Wage rates and the real economic disparities in the Bay Area The unemployment rate in San Mateo and, in fact, across the Bay Area continued to fall this year. Unemployment rate is at its lowest level in San Mateo of all the counties in California. August 2016 Unemployment Rates: San Mateo County: 3.2% East Palo Alto: 5.2% North Fair Oaks: 4.9% While these rates seem low, they don t reflect the high number of people who are working at least two (and often three) minimum wage jobs. Even at $15 dollars per hour (which is higher than the $9.90 currently being paid in some communities but represents the expected increase of the minimum wage by 2020 across the Bay Area), the total income for an individual working full-time would be roughly $31,000 per year. The average 1 bedroom apartment rent in San Mateo County as of July 31, 2016 was between $3,447 and $3,993 per month, or $41,364 and $47,916 per year. 1 It is absolutely clear that without at least two incomes, homelessness is likely for someone making minimum wage in San Mateo County. The income per capita of African-Americans, Latinos and others has increased between 2013 and 2014 in our area, and the wage rates are averaging between $22,000 and $29,000, however, this increased range is still not comparable to the $65,000 average for Caucasians. 2 30% of Silicon Valley s population live below the self-sufficiency standard (without subsidy to pay rent, food, clothing, childcare) 3 1 Zillow search for San Mateo, East Palo Alto, and North Fair Oaks, July 31, Silicon Valley Index, 2016, published by Joint Venture Silicon Valley, page 23 3 Silicon Valley Index, 2016, published by Joint Venture Silicon Valley, page 27 Page 6

8 Access to affordable pathways options are extremely limited Emphasis on direct access to college or university as a means to address income inequality means that funding continues to be reduced for vocational training alone. The closing of several prominent private and state vocational colleges continued this year, and has left students with high debt and no certificates; this has also increased the number looking for accessible training options. It is also true that access to state and federal training dollars is out of reach; the low-income cut-off to receive this support for a family of 4 is $31,772 4, insufficient to rent an apartment in many parts of the Bay Area. Employers continue to notice essential skills deficit Employers continue to report (through our technical advisory committees and in reports published nationwide) their concerns with essential or soft skills deficits in new employees. This is a universal issue, not limited to those without post-secondary education, and includes: -employees need to be on time and to come to work every day -the ability to problem solve -the ability to manage difficulties, pressure and anger in the workplace -the ability to work independently and within a team situation -the ability to work with a supervisor -traits including flexibility, leadership, responsibility These, more than any other traits and abilities have been listed by employers as essential in the workplace and are areas of greatest concern. 5 Continued difficulty for formerly incarcerated 6 Significant issues remain for individuals with any kind of incarceration record when seeking employment. Even in areas that do not require disclosure of a record as part of an application form, background checks are often required, including incarceration and financial history. This can present a significant barrier to employment, even in areas of work where an incarceration record of any kind is unlikely to impinge on work performance. There has been significant public policy work on this issue, including the campaign to find alternatives to incarceration and to ban the box on employment applications and limit the disclosure of a criminal record that may be germane to the type of employment being sought. However, for many applicants, significant holes in resume history during the time of Lower Level Standard Income Level Guidelines, U.S. Department of Labor 5 National Careers Services website and workforce information from the Department of Labor 6 Among many articles, please see: The Best Anti-Poverty Program Is A Good Job, Huffington Post, September 23, 2015 Page 7

9 incarceration, combined with lack of work experience can lead to difficulty in obtaining employment of any kind, particularly mid-wage or higher wage employment. Record expungement continues to be an important service to provide to formerly incarcerated people. The cost of doing this privately can be high, and even though criminal offenses are sometimes minimal, individuals who cannot afford attorneys often find themselves with increasingly serious charges as their interaction with the system continues. For people who have limited work experience due to incarceration, it is critical to have some work experience to demonstrate their ability to get and keep a job. Need for employment right now to supplement income The increasing cost-of-living pressure means that few can survive without a source of income, and even weeks of training can be prohibitive for those without family support. While shorter programs and lowering the number of weeks for vocational training are options for some programs, even with full donated tuition and supportive services, these options have become increasingly inaccessible to those needing to work at least two minimum wage jobs for basic survival for themselves and their families. Evening programs and reduced time programs help, but shorter programs create challenges for people trying to obtain credentials to further their career paths. Cost-of-living pressures render longer term programs (full college degrees or longer certificate programs) out of reach for many people in the Bay Area. JobTrain has developed a series of responses to meet core challenges: Some typical challenges faced by JobTrain clients Most clients are at or near the very lowest income levels Former or current incarceration creates a barrier to employment Low levels of education providing barriers to employment; language issues How JobTrain meets these challenges Supportive services: CalFresh nutritional assistance, financial counseling, tax preparation assistance, and other benefit support; transportation and housing aid; and access to Employment Development Department services Legal aid support to help individuals expunge their criminal records, work furlough training program where current inmates come to train and get job placement, onsite culinary arts training for incarcerated adults and youth, resume and interview coaching Seven technical training programs, extra educational support for GED preparation, upgrade basic skills training, stackable credits from Cañada College, high school credits, and English as a Second Language (ESL) Page 8

10 Can t afford training or college Single parents without access to childcare Youth cannot access employment Never worked/not job-ready Experienced violence, loss of a loved one or severe emotional trauma JobTrain programs are completely paid for by donations or government subsidy JobTrain s Child Development Center provides subsidized child development programs for children ages 3-5 Special youth employment programs in partnership with One East Palo Alto as well as a specially-funded out of school youth employment program; new Redwood Alternative High School program Drop-in workshops, job placement counselors, and a 10-week Essential Skills program, based on employer input, to help everyone become job-ready Wellness services through a partnership with Tipping Point Community and Stanford University, as well as grief counseling through a partnership with KARA grief counselors Why JobTrain is Uniquely Qualified to Meet These Challenges Since 1965, JobTrain has been helping those most in need succeed through training and supportive services that help people get and keep jobs. Its students are people who need more than just training; they are people who have had many setbacks in life. They come to JobTrain for a fresh start and to gain the necessary skills to find a job that will support them and their families. Services are provided at no cost because they are aimed at assisting people who can t afford to pay for training and are unable to obtain student loans. JobTrain provides a unique combination of job training, essential skills (including job readiness, problem solving and customer service) and career support that are essential to successful employment. Page 9

11 Key Areas of Focus Page 10

12 Training programs include: Business Administration Skills Culinary Arts (JobTrain, youth and adult jail facilities) Laborers Construction Fundamentals (JobTrain and at Goodwill SV) Medical Assistant Professional Health Care Worker Project Build Green Technology Carpenter Pre-Apprenticeship Web Developer Coding Bootcamp Digital Media Arts (Redwood High) JobTrain has a strong program dealing with those who are or have been incarcerated; it created the first and remains one of the only training programs that can be attended by those who are currently incarcerated. Individuals are allowed to come to the JobTrain site; others not on work furlough are taught in jail at adult and youth facilities. Formerly incarcerated individuals face an especially challenging job search as many, if not most, are excluded from employment after a records check, regardless of position or responsibility. JobTrain works closely with staffing agencies and large companies to revise employment policies to allow these individuals to be successfully employed. JobTrain s strategic plan specifically targets those who are of lowest income, and in particular seeks to move individuals from low wage to entry-level career path jobs. Our average hourly wage this year for entry level adult vocational training graduates was $17.93, and $16.89 for youth, and in Page 11

13 some categories, notably construction, was much higher, averaging $ It is important to note that these are wages at the time of placement; several career pathways, notably construction, allow people to increase their wages every six months as they gain experience as a part of a union. JobTrain continues to monitor job growth and demand with the help of our 70+ technical advisors. Our curriculum is an attempt to balance needs of two groups: 1) Those who are currently unemployed or stuck in minimum or very low wage jobs who require some training and access to a career path, but have completed high school and have some employment history, and continue to have barriers to employment. 2) Those who have difficulty accessing any employment, who may not have high school equivalency, and who require a job that will provide them with some job experience to allow them access to any career. In addition, JobTrain offers a range of services and pathways that contribute to successful career placement beyond those in our direct technical training programs. These include career assessments, GED and skills upgrade training, supportive services for people who need benefits, legal services, and counseling, a child development center, financial counselling, and help with transportation, union dues and work appropriate tools and clothing. Access to affordable pathways All of JobTrain s programs are completely covered by scholarship, government subsidy or donations for those who have two barriers to employment, and are geared to those of lowest income. JobTrain has created two distinct pathways as described above. To serve those whose needs are described in group 1 (currently unemployed or stuck in minimum wage jobs), we have several pathways, including: Medical Assistant: this job involves working in facilities such as private doctor s offices, urgent care clinics, community health centers or dental offices, and is offered to those with a high-school equivalency. Along with the MA training, externship opportunities and job development, students also receive college credit that can be used should they choose to pursue a college degree. This year, a new evening program was also created. Students are recruited through a number of sources, but most specifically as part of our partnership with Sequoia Adult School. Students also receive college credit for this program and are offered a pathway through our partner, Cañada College. Business Administration: jobs involve working in an office or front desk administrative positions. Students take on projects for local community groups, and the program allows Page 12

14 individuals to create a portfolio of work to show to an employer; students also receive college credit. Coding Bootcamp: jobs include front-end web development, junior developers, technical customer service, user interface, and freelance web development. This class is offered to those with a high school equivalency and provides certificates in HTML, JavaScript, and a variety of programming languages. Students build a portfolio and website with their work; they take on project-based work for local businesses and nonprofits. Internships are provided for some students, and students receive college credit and access to online opportunities. As with the Medical Assistant program, students are recruited through a number of sources, but most specifically as part of our partnership with Sequoia Adult School. Students also receive college credit for this program and are offered a pathway through our partner, Cañada College. Project Build: jobs include most construction jobs, including many of the trades. This class is offered to those with high school equivalency and provides several construction certificates, along with potential access to the union and construction employment. Students who join the union are able to increase their salary every 6 months due to experience and training, offering an ongoing career pathway. To serve those whose needs are described in group 2 (have never worked or have additional barriers to employment), we offer a series of programs that do not require a high school equivalency: Culinary Program: provides essential line cook skills and special emphasis on key essential employment skills. This program is closely aligned with the County Sheriff program; the program is taught in jail once per week and attracts many work furlough students. In addition, due to the extreme shortage of culinary workers, wages in larger institutional settings or corporations have grown and the opportunity for long term increases has grown. Social Enterprise: this year JobTrain opened a social enterprise restaurant and catering company with its partner nonprofit, CALSO, at the Sobrato Center in Redwood Shores. This on the job experience is aimed at those who have the most difficulty finding jobs immediately upon graduation due to their work experience or incarceration history. Laborers Program: jobs include outside construction and are offered to anyone who has a driver s license (or can obtain one by the end of the program), and can lift 70 lbs. Students can attain several construction certificates and access to union and construction jobs. Like Project Build, students are able to increase wages every 6 months as they pass new levels of experience and training. Page 13

15 Certified Nursing Assistant and Home Health Care certificate: includes both at-home and institutional care jobs, offered to individuals without a high school certificate. This program allows students to enter the healthcare field in a number of ways, including patient companion. Essential Skills deficit JobTrain offers a 10-part embedded Essential Skills program, designed with employer input to assist individuals with getting and keeping a job. Additional training in some of our classes (culinary, laborers, construction) assists with the unique needs of these employment environments. We are working to expand the reach of this program, as it is in demand across our community. This year, we created an online interactive essential skills program, which is in pilot phase with JobTrain s evening Medical Assistant program. Increasing difficulty for the formerly incarcerated JobTrain has increased its service to the formerly or, in some cases, those currently incarcerated. 31% of students in the past fiscal year came from this population, and our new programs at Goodwill serve a large number of this population. Through a grant with the Department of Labor, and through our Community Corrections Partnership grant from the County of San Mateo, we have been able to work with our partners to maintain and expand the work we do, particularly in construction and culinary. We have several initiatives designed to assist the formerly incarcerated to get and keep a job: Programs in the Maple Street jail and a youth program at Camp Glenwood A work furlough program allowing individuals to come to JobTrain for training A Laborers program at our satellite at Goodwill SV that recruits specifically from court supervised programs An education program with employers helping them overcome barriers to employing formerly incarcerated individuals A legal program as well as a record expungement program Supplemental income programs and evening programs JobTrain has developed a series of supplemental income programs and evening programs to assist students who need a source of income while taking training. These include: Opportunities through our catering social enterprise for supplemental work for JobTrain culinary students Page 14

16 Evening programs in Medical Assistant as well as English as a Second Language Computer Skills in Spanish Exploration of a hospitality/front of house certificate Our Caltrans program, employing people on parole in landscape and roadside work Over the last year, JobTrain served its participants in the following ways: 8,984 People Served in FY2016 Business Model and Cost During this fiscal year, JobTrain operated primarily at its Menlo Park location, with some remote operations. In Santa Clara County, JobTrain began a full construction program at Goodwill SV. In Page 15

17 Redwood City, we began offering a high school digital media arts program at Redwood High School and our social enterprise at the Sobrato Center in Redwood Shores. JobTrain leverages all of its funding by creating partnerships, finding volunteers and encouraging partnership organizations to come to our facility or work with us to offer services. (A list of some of our on-site and offsite key partnerships can be found in Appendix B.) JobTrain s program is offered with full financial support to participants. Given our target participants, people of low or very low income, and especially for those on work furlough (still incarcerated) or those previously incarcerated, any cost would be an additional barrier. Many of our students work in the evenings at minimum wage jobs, but for those who don t, even a 16-week/7- hour per day course is a financial hardship. JobTrain, as described previously, began supplemental income programs for its students and is exploring further partnerships that would allow on the job training and supplemental income for students during their training period. The cost of a JobTrain vocational training program and its benefits: Average Cost per Trainee Vocational training and associated costs Number of Trainees benefiting from Individual Training Account Government Subsidy last year (note, coverage was at a maximum of $6,000 per student) Amount covered by government funds Shortfall Economic benefit of technical training program and associated services $6,536 $4,000,032 6 $32,244 $3,960,816 $14,600,000 Page 16

18 A comparison of JobTrain costs to private vocational colleges 7 : Program Vocational Training (incl. counseling/essential skills/job placement/supportive services) Private for-profit vocational college costs for typical programs similar to those offered by JobTrain Those enrolled Annual cost 612 Approx. avg. $6,536 ($4,000,032) Partnerships and Relationships Employer Partners Government funding Average of $5,374 per student for 6 students (actual total: $32,244) Some student aid available and occasionally private scholarships; rare to cover all costs Tuition or fees charged directly to students $0 Varies, between $9,500 for 12-week boot camps to $20,000 - $30,000 depending on type of program and length Over 70 employer partners work with us on our Technical Advisory Committees. Several corporations approach us regarding job openings and to attend JobTrain job fairs. They maintain contact with JobTrain staff after placements to report on their employees progress. Some participate in student trainings; others provide informational interviews, internships, and host tours of their workplaces. Some of our corporate partners can be found on our website at (See Appendix B for a list of our Technical Advisory Committee partners.) Community Partners Working with Cañada College, JobTrain is able to offer college credits for some of its programs. Our partnership with Sequoia Adult Education offers GED training, and local school boards allow JobTrain to offer high school credit for our youth. All partners have helped us create several important pathway programs including: -Our evening Medical Assistant Class (full pathway) -Our Web Developer class (full pathway) -Our Business Administration class (college credit) -Our program at Redwood High (high school credit) -GED and skills upgrade (Sequoia Adult School) 7 This comparison is based on an internet survey of tuition costs for private technical schools and for a small number of coding boot camps offered in the Bay Area (e.g., itt-tech.edu, heald.edu, and generalassemb.ly) Page 17

19 Government and Other Nonprofit Partners San Mateo County contracts with JobTrain to operate the Job Center and youth training and employment programs administered by NOVA. Goodwill SV is now an important partner for our construction classes in San Jose, and the Sobrato Family Foundation and CALSO nonprofit are important partners in our social enterprise at the Sobrato Center in Redwood Shores. JobTrain also works closely with the San Mateo County Sheriff s Department and has reciprocal referral relations with many community organizations, including: Second Harvest Food Bank, Daybreak Shelter, Life Moves (formerly Innvision/Shelter Network), Tax-Aid, Mission SF, Community Legal Services in East Palo Alto, Legal Aid Society San Mateo County (LIBRE project), the Lawyers Committee for Civil Rights, and Peninsula Family Services. We work with several neighboring nonprofits and consider One East Palo Alto (OEPA), Nova, and the Sequoia Union High School District to be special partners on employment and training for youth. (See Appendix B for an expanded list of partnerships and other JobTrain relationships.) Market: Where We Work and Why JobTrain currently focuses its services on areas of highest unemployment, particularly in San Mateo County East Palo Alto, eastside Menlo Park, and North Fair Oaks (unincorporated Redwood City). We have recently cemented a partnership in Santa Clara County, as well as in Redwood Shores, at the Sobrato Center (our social enterprise) and at Redwood High School. Residents of our target communities struggle to break the cycles of poverty and are challenged by high unemployment, crime, and high school drop-out rates. Many are new immigrants, speak limited English, and have minimal education; some are single parents, homeless, veterans, in recovery from drugs or alcohol, or have criminal records. The youth in these communities face many of the same challenges as the adults. Their family situations are often unstable. Some have single parents juggling multiple jobs. Gangs, violence, poverty and minimal expectations are often part of their everyday lives. While the economy is slowly recovering, not all communities are sharing in the employment gain. The August 2016 unemployment rate for East Palo Alto was 5.2% and 4.9% for North Fair Oaks, while the rate for San Mateo County as a whole was 3.2%. As mentioned, these don t tell the whole story. The numbers of people working many part-time and full time minimum wage jobs are increasing. A fuller report outlining the broken pathway out of poverty for the working poor will be released by JobTrain in late Page 18

20 Who Comes to JobTrain? We offer programs for all ages and work with veterans, people who are unemployed or underemployed, returning parolees, and at-risk youth. We also provide a child development center that provides subsidized rates to people in our programs and the community-at-large as well as youth programs that provide high school credits and jobs for youth. Page 19

21 Program Results and Impact Metrics for FY2015 (07/01/14 06/30/15) JobTrain Results JobTrain is able to extensively track and verify detailed social and economic numbers for its full-time vocational training program. JobTrain data uses county workforce standards, which count as positive placements only those individuals who can be reached to verify data. JobTrain clients traditionally move frequently and can be difficult to reach for verification. Those who cannot be reached are counted as not placed. Even for this small subset of JobTrain participants, the social and economic impact is huge. In FY2016, 92% of students completed their program. For the past 5 years (through fiscal year 2016), JobTrain s placement and retention rates for its vocation training were high, at 76%-89% and 84%-83%, respectively. For our population of formerly incarcerated clients, our recidivism rate is 30%, well below the expected rate of 67%. For the past 5 years, wages earned by JobTrain participants totaled approximately $46 million dollars. Given the broad range of clients served, JobTrain deals with some people who have significant barriers to employment and some who have never been employed. For these people, experience in any type of employment is significant and creates a pathway for increased success in the future. In total, the economic benefit of JobTrain s full-time vocational training programs and tax program is estimated at close to $14.6 million for This includes wages, tax refunds, and lower recidivism rates for the formerly incarcerated. Page 20

22 It is difficult to estimate the economic impact of all the services offered by JobTrain. For example, JobTrain does not yet extrapolate the economic benefit of subsidies for low income parents for our Child Development Center or the benefit of the increased success achieved by the children in the program when they begin kindergarten. It does not yet calculate the economic benefits of high school credits earned by youth participants in extra school credit, nor does it calculate benefits of job counseling and job fairs. Below is a list of all services and participation at JobTrain: All Clients (unduplicated) Full-Time Vocational Training Vocational Training Outside JobTrain 13 Job Placement Services 206 Skill Upgrade Training Youth Programs 100 Initial Services Single Stop 1181 Job Center Job Fairs and Employer Recruitments Workshops for the Nonprofit Community Child Development 39 Total clients 8984 Challenges and Opportunities for JobTrain Challenges: Meeting increasing demand in a wider geographic area This year, we were pleased to see an increasing recognition of the need for skills training and whole person support for those most in need. A small number of government officials, agencies, politicians and media commentators have begun to discuss the need to bridge the gap between those going directly to college and those who have no pathway. Still, the attention and the data available to document this need are sparse and do not reflect what JobTrain sees every day in its practice. JobTrain has seen its wait list grow as more people see their only pathway out of poverty to be skill enhancement and additional training. This year saw the demise of several large technical colleges; many of those who had attended received no credential and no help finding employment and were left with significant debt they could not pay. To meet this growing need, we have been able to expand numbers in some of our classes, 8 Students in full-time vocational training class (not external training) during the fiscal year. 9 Includes Laborers Recertification class. 10 Intake but not enrolled. 11 Formerly known as PeninsulaWorks One Stop. Includes Reemployment and Eligibility Assessment (REA) by EDD. 12 Includes SEP orientation and interviews. 13 Nonprofit workshops. Page 21

23 maintain our laborers construction program (funding for this had expired), and expanded our services to two new classes with the help of new granting partners (opening an evening class and a set of classes in San Jose as well as our social enterprise in Redwood shores and our Redwood High program). We have not been able to meet requests to expand services to Santa Clara County, provide more programs in San Jose, or consider programs in Half Moon Bay and South San Francisco. Demand is still high in our Menlo Park site, and despite a rapidly changing demographic, our waiting lists have grown. While there are a small number of organizations (mainly youth serving) that have been created this year and offer one or two classes that are targeted to the same group, the resources are limited and the bar is set very high to enter into these programs. JobTrain has begun, in preparation for its next strategic plan, a consideration of how it might further expand partnerships to meet these needs. The challenges include funding, human resources, and finding space appropriate and affordable for our programs. Funding partners and programs that have ended This year, JobTrain was challenged with the ending of two programs. The first was Single Stop, which funded benefits and a variety of other supports for JobTrain participants, and which also funded two partners: Community Legal Services of East Palo Alto and Tax Aid, which provided the tax clinic at JobTrain. Single Stop has changed direction and is not offering support for services directly, and ceased supporting tax and legal services during our fiscal year. While we were able, with the generous assistance of the Grove Foundation and the SVCF, to do a partial tax site and continue legal services, Single Stop ceased operation at JobTrain at the end of this year. Funding for legal support continues to be a challenge, and Tax Aid is unable to continue to provide tax services to JobTrain clients. JobTrain, with the support of the Grove Foundation and other donors, will continue its work on supportive services as a division of JobTrain. CLSEPA continues to provide some legal services, but we will still search together for funding. We have also had to discontinue our CalTrans program, due to increasingly high Workers Compensation Insurance costs and other regulatory compliance issues. The CalTrans training program directly employed parolees and provided on the job training for landscape and maintenance work. Many were subsequently employed by CalTrans. JobTrain will continue to work to find economic opportunities for its participants through its social enterprise, and through youth work experience programs. The cost of living for our own staff: Cost of living in the Bay Area creates strong pressures on people employed by nonprofits as wages cannot hope to match the rising costs of housing, transportation and other needs. JobTrain is exceptionally lucky to have many long term employees who have a strong commitment to the organization and several new employees who are equally committed. However, filling vacant positions is a growing difficulty, and we are using a number of creative options through employment sites, LinkedIn and network development to try to fill these needs. Page 22

24 Opportunities for the coming year Thought leadership in the Workforce Space We have recognized the growing need for coordinated information and awareness building about the broken pathway to economic security for the people JobTrain serves. We have three opportunities that will help us begin to meet this need and help better tell the story of challenges and opportunities in the workforce space: 1. With the help of Tipping Point Community, we will be releasing a broken pathway report detailing the number of people who do not have a direct pathway to college and who work part-time and minimum wage jobs, the cost of not creating the pathway, and the benefits created when they are able to create a pathway to a career or to community college. This report will be a snapshot and will also point out where additional data would be valuable. 2. JobTrain is creating a series of Economic Opportunity Awards, highlighting companies that have created a pathway for people who have skills and talent but who lack a university or college diploma or have other barriers to employment. It is our hope that highlighting these successes will inspire other companies and organizations to try some of these innovations and create new pathways to careers for the people we serve. 3. Finally, JobTrain has been chosen to be featured in the PBS documentary Visionaries (narrated by Sam Waterston), which will tell the stories that illustrate the data gathered in the broken pathways report. With the generous underwriting of the Eustace-Kwan Foundation, filming will begin in fall 2016, and the program will be shown next year on 100 PBS stations across the U.S. Page 23

25 Increasing Impact: Our Strategic Plan for the Future Two years ago, JobTrain, working closely with Board Members and staff, and with the help of the Boston Consulting Group (BCG), developed our strategic plan. BCG conducted interviews and surveys with current and former JobTrain students, employers, community members, foundation partners, donors, and government officials to determine what they felt was working well, and what was most important in JobTrain s vision for the future. BCG reviewed JobTrain s data and Bay Area workforce data, as well as the study JobTrain commissioned to determine where it fits in the workforce landscape. Together, this stakeholder input and data created the foundation for the key goals and enablers in JobTrain s strategic plan. Our Three Year Strategic Plan can be found at and includes specific metrics for our three goals and three strategic enablers. The one-page representation of our strategy map on the following page is a tool for JobTrain. It provides us with the key, guiding framework that helps to unite us behind a common set of key objectives and underpins key management decisions across the organization. The strategy map is a living document which informs everything we do. As such, it is capable of responding to changes in emphasis while maintaining its relevance and importance within our organization. The strategy continues to be a very powerful tool in helping us achieve our vision. The map s refresh will ensure that we continue to consider our strategy with a lens of the rapidly changing workforce landscape in the Bay Area, to make sure we continue to meet the needs of JobTrain s community. Page 24

26 JobTrain Strategy Map Page 25

27 We have met or exceeded most of our goals for year 1. Performance metrics are highlighted in yellow. Goal 1: Serve those Most in Need Performance against metrics: 80% in lowest income brackets 94% currently Service preference to those with two barriers to employment (overall 86%) Most are low income and/or have not gone beyond high school Larger percentage of people with incarceration history (31% as compared to 25% last year) To better serve this population, JobTrain increased its efforts in the following areas: More emphasis on literacy and numeracy skills to ensure a base level of competency Increased support for students through our new job development team and raising externships to 26 sites for medical assisting Created a program at Redwood High, as well as an evening M.A. program Opened our social enterprise Goal 2: Provide a Pathway to Quality and Relevant Employment Placement rate: 75% or above 84% for the fiscal year Retention rate: 80% at the one year mark 83% retention at 1 year Training related placements: 75% of total placements 89% of training related placements were achieved. This is still an area of emphasis for JobTrain; so many students need immediate employment, and so in the past, have taken jobs from any source. We have increased our emphasis on Job Development through our new resource team, and have expanded extern and internship sites. Page 26

28 Co-accredit at least 2 college classes with a community college by the end of the three years JobTrain was able to provide 3 classes (Business Administration, Coding, and Medical Assistant) that allow students to achieve college credit through an agreement with Cañada College and our Pathways Program. Coding program Third cohort was created with additional funding Medical Assistant program Oversubscribed, 75 people on the waitlist New Youth programs to deal with issue of low attendance after school are being re-thought due to an abundance of other after school offerings. JobTrain began a program at Redwood High School, the alternative school for students in danger of not graduating. The program was embedded in the regular school program and is meant to offer both high school credits and demonstrate a pathway to additional training, careers and college options. We continued our program at Camp Glenwood, teaching culinary skills to incarcerated youth. A Manufacturing program Medical manufacturing is very low wage; we are still exploring opportunities in this area. Expansion of Essential Skills o Essential Skills is now also available online o Our program was offered in the evening Goal 3: Expand our Impact By year three, increase of 25% in training programs The number of vocational training students in class: FY14: 436 FY15: 464 FY16: 612, representing a 40% increase in numbers over year 1 Redesign our after school and youth employment program Page 27

29 A new program, JobTrain at Redwood High School, has begun replacing our after school offering. Our analysis demonstrated that while there was an abundance of after school opportunities, our program could be complimentary and supplement the existing high school program if offered on-site at the alternative school. This program received a special Superbowl 50 Playmaker Award. We have expanded our child development reach, both in partnership with Cañada College, which is offering their Early Childhood Education program on-site and providing ECE interns, and through a series of new programs, including: Kindergarten readiness Parental engagement Connections to resources, including math and literacy learning, for parents Direct employment of 300 over 3 years 80 people. Note: these numbers will increase slightly but this goal will not be met due to the discontinuation of our CalTrans program. Provide 2 additional training sites We have a training site at Goodwill San Jose and had the Redwood High site. We also have on the job training at Rendezvous Café. Develop 1 social enterprise in partnership with Industry experts Rendezvous Café is a partnership with Groupe SOS and CALSO and opened in September Our catering company opened in August 2015 Enabler 1: Financial Stability As part of the plan, JobTrain considered a number of opportunities to expand financing options for a variety of programs and find ways to engage with contractors and donors to have more long-term commitments. Included in these were: Developing a Joint Venture Social Enterprise Set up with CALSO as a separate company 25% of revenue from recurring revenue sources within 3 years JobTrain Developed 2-year contracts with government for our fee for service provision of employment services through the One-Stop/Peninsula Works center Page 28

30 and our youth program, as well as our Department of Labor Grant. Several of our foundation grants are now multi-year. We surpassed this goal. Of our total revenue, 45% is from recurring sources. Specifically, 32% of grant revenue was from multi-year grants. One major fund campaign for operation and growth funding Working with Sharon Williams, our former Executive Director, and a team of Board and Strategic Advisory Committee volunteers, we developed a Legacy Campaign to engage donors who may be interested in investing in JobTrain with a bequest. This campaign was launched in 2015 and 14 people have made legacy commitments. Enabler 2: Increase Awareness Several stakeholders have provided input indicating they feel it would be important and beneficial to JobTrain to increase awareness of its work throughout the Bay Area. JobTrain has implemented a number of social and traditional media campaigns to increase awareness, and created opportunities for JobTrain to become a source for information and ideas about employment and the opportunity divide. These include: Marketing and PR plan continued throughout the year; Let s Move the Needle Campaign launched at the beginning of our 50 th Anniversary party to increase awareness of JobTrain and raise additional opportunities for students Facebook and LinkedIn and Twitter usage is part of the plan Three year goals: Increase website hits by 20% 29% increase in year one Track students recruited through all sources, with year over year increase Student recruitment increased through YELP, LinkedIn and via text message Online contact list increased by 20% 25.3% increase in year one Increase social media followers by 50% Social media followers increased by 25% in one year A minimum of 15 news stories in local press and 2 national press articles within 3 years Two international press articles 10 local press articles, including a major story in the SF Chronicle Page 29

31 Using a financial metric to demonstrate economic benefit We have developed a baseline metric, with clear ways to measure some of our return. Our intention is to continue to build on this base. The metric for FY16: $14.6 million Enabler 3: Support our Staff JobTrain staff were identified as essential to the achievement of all our strategic goals, and a key element of our strategic plan is to engage with staff in continual improvement in the work environment at JobTrain. Through a survey and focus groups, JobTrain staff indicated a high level of satisfaction working for JobTrain and most would recommend JobTrain as a place to work. However, management continues to consult with staff through one on one feedback interview surveys to determine areas that need improvement and to continually improve support for staff. New compensation, retirement and benefits packages were annually updated, with more flexibility and choice, and a second year of staff-wide performance reviews and consultations were carried out. Staff were engaged and collaborated on work plans, and have been instrumental in deciding on areas of focus and emphasis for the work plan to achieve the strategic planning goals. Page 30

32 JobTrain s Theory of Change As an organization, JobTrain s Theory of Change, including the building blocks that will help us realize our mission and our vision, is contained in our strategic plan. JobTrain also has built a Theory of Change for individuals, and is centered on the belief that every person has the potential to succeed. In order to succeed, people need to develop a sense of this potential in an atmosphere of support and determination. Individuals develop a pathway as part of their participation at JobTrain that allows them to realize their potential, based on their individual needs. To help each person achieve success, JobTrain moves individuals along a pathway that includes constant feedback and the engagement of employers in our program and with our students to ensure that the pathway will lead to a good quality, successful employment. In order to adapt to changing needs, we have developed several feedback points, including not only our focus groups with employer technical advisors, but also with students, volunteers, community partners, and staff. Our programs undergo yearly evaluations that include a review of our Schoolwide Learner Outcomes, which, if achieved, we believe will lead students to successfully realize their potential. As well, through our Western Association of Schools and Colleges (WASC) accreditation process, JobTrain participates in a detailed self-study and external review process. Schoolwide Learner Outcomes: 1. Students will demonstrate the academic and vocational skills required to obtain an entrylevel position in their field. 2. Students will demonstrate the positive attitude and work habits necessary for job success. 3. Students will demonstrate the creativity, critical thinking, communication, and collaboration skills required in their job field and to make a positive contribution to their community. 4. Students will demonstrate understanding of the career ladder in their field and how to progress from an entry level job to more responsible positions. To reach these goals, our students must begin by having access to our programs from the widest possible number of entry points. This is built into our pathway, and is also strongly emphasized in our new pathway program with the Sequoia Adult School and Cañada College. Students then go through a series of assessments, and receive coaching and mentoring to help them identify a pathway of success and help them access the supports, learning and programs that have the best Page 31

33 chance of a successful outcome. This is followed by orientation and a pathway choice of training and/or other services, followed by participation in the program and 1-year follow up. Our Participant Pathway: Participant enters JobTrain Participant is provided with assessment and support Participant attends orientation and pathway choices Participant completes program of choice and is evaluated Participant is provided with job development counseling Participant receives follow-up support for one year. The following chart provides some detail on each of these steps in the Pathway: Multiple entry points, including: Job Center; membership only Employment Development Department (EDD); Register at CalJobs Community Agencies, e.g., homeless shelters, recovery and re-entry programs Sequoia Adult School Cañada College Probation Officer/Service Connect/CalTrans JobTrain website and social media, community meetings, job fairs, JobTrain open house Text recruiting and recruiting fairs Assessment, Coaching, and Mentoring Assessment of skills, interest, and aptitude Analysis of supportive services needed Agreement with appropriate referral agencies, including Sheriff s Department, if needed Opportunity for potential students to shadow training programs Building of essential skills, career and goal planning, and job development services Orientation and Client Pathway Choices Career plan assistance Pathway of direct job applications/interview/essential skill process and support services Upgrading skills GED, ESL, Mathematics, etc. and resume and interview plans Services available job readiness, placement support, technical and upgrade training, skills training, or college track program For those entering training, they must meet the program requirements Programs for JobTrain Students to Attend: Participation in JobTrain programs, e.g., student assemblies, attendance awards, community events, trainee of the month, holiday celebrations, employer events (mock-interviews, resume preparation, online professional profile preparation), graduation Technical training Essential skills: 10-part program, including job readiness, anger management, communication skills, creative problem solving, managing at work, and customer service Preparation of work portfolio on-line for some programs Externships, internships and apprenticeships Career guidance services Resume and interview preparation; creation of a LinkedIn profile Job fairs, union interviews, and employer meetings Page 32

34 One-year Follow-Up for All Students Check-in with former students to provide support in keeping a job and discussing career pathways Invitations to attend workshops and seminars focused on employment retention and career planning, as well as JobTrain job fairs Ongoing meetings with employers to ensure appropriate skill set and essential skills balance, and make introductions between employers and students Page 33

35 APPENDIX A: Financial Picture Over the past three years, JobTrain has seen some changes to its source of revenue, with a significant increase in its foundation revenue. It has seen a decline in government grants and contracts and, as previously described, the ending of two programs: Single Stop and CalTrans. We also participated in two new major funding partnerships, ACCEL through Sequoia Adult School, which supports our evening Medical Assistant and Coding Class, and The Department of Labor grant through our Goodwill of Silicon Valley and Laborers Training Center partnership, which supports our programs for those under criminal justice supervision. Our intention, as outlined in our strategic plan, is to continue to grow our recurring revenue and to continue our work to expand our funding base. All planned new programs are tied to a source of funds. JobTrain was pleased to be the recipient of the Let s Move the Needle grant from the Eustace- Kwan Foundation and Tamar and Patrick Pichette. This grant will allow JobTrain to increase its efforts to expand job placement work, review and create new programs like the evening Medical Assistant program, explore opportunities for public/private partnerships, further build on the work from Paul M. Cook Trailblazer Fund, assist with the expansion of the essential skills and new initiatives like the social enterprise and the web developer program, and search for new major grant opportunities. Financial reporting for the past Fiscal Year (FY2016): Page 34

36 Income Statement & Balance Sheet - Fiscal Year 2016 Page 35

37 APPENDIX B: Key Partners and Relationships: Cañada College Carpenters Local CPWR Community Legal Services of East Palo Alto EDD - Employment Development Dept. Goodwill SV Kara - Grief Counseling Laborers SFPUC Lawyers Committee for Civil Rights Legal Aid Society of San Mateo County Boys & Girls Club East Palo Alto CALSO City of East Palo Alto City of Menlo Park Collective Roots CPWR Dept. of Child Support Services (DCSS) East Palo Alto Senior Center Ecumenical Hunger Program El Concilio of San Mateo County Free At Last Human Services Agency (HSA) InnVision Shelter Network Jewish Vocational Services Job Training and Opportunities Program (JTOP) SFPUC Kiwanis Club of the Bayshore Community - East Palo Alto Laborers Training Center Lewis and Joan Platt East Palo Alto Family YMCA Maple Street Transitional Facility (MSTF) MidPen Housing Corporation In-House Partners MyPath Peninsula Family Service PeninsulaWorks One-Stop San Mateo County Single Stop Stanford University Health Services Student Conservation Association (SCA) Tax-Aid Community Partners North Fair Oaks Community Center NOVA Nuestra Casa One East Palo Alto Ravenswood Family Health Center Renaissance Business Development Samaschool San Mateo County Child Support Services San Mateo County Probation San Mateo County Sheriff's Office Second Harvest Food Bank Sequoia Adult School Service Connect PACT Shelter Network of San Mateo County St. Francis Center Stanford Community Law Clinic Women's Recovery Association (WRA) Workforce Development Youth and Family Enrichment Services (YFES) Page 36

38 Members of JobTrain s Technical Advisory Committees Include: AccentCare Level 10 Construction Addus Healthcare LinkedIn Adecco LivHOME Ageless Home Care Services Lytton Gardens Always Best Care Magis Care American CareQuest Inc. Matched Caregiver American Heart Association Mission Hospice APEXCARE Nazareth Vista Skilled Nursing Facility Apple Northern California Building Trades Joint Apprenticeship Training Committee Arcadia Office Team Atherton Healthcare Operating Engineers No. 3 Atria Hillsdale Manor Palm Villas Bay Legal Party Staff Bay Area Caregivers Pathways BluBridge Peerless Coffee Bon Appétit Management Co. Perfect Edge Cutlery BrightStar Plasterer Apprenticeship Brookside Skilled Nursing Planned Parenthood San Jose Carlmont Gardens Plumbers Apprenticeship Carpenters Apprenticeship Power Personnel Carpenters Union Local 217 Professional Computer Support Cement Masons Local 300 Ravenswood City School District City of Menlo Park Rebarber Construction City of Palo Alto Reliable Caregivers CLP Resources RES2 CPWR Rest Vendor Delta Star Manufacturing Salesforce Divine Home Care San Francisco Public Utilities Commission (SFPUC) Dry Wall Lather s Apprenticeship San Mateo County Event Center Facebook Select Staffing Familiar Surroundings Senior Helpers Generations Healthcare Silverado Gentiva Hospice Slingshot Recruiters Page 37

39 Golden Pacific Home Health Google HomeAide Home Care Home Care Assistance Home Care Specialist Homecare California Home Instead HPSM IBEW Independent Chef Intel Intuit Jefferson Union High School District Jobvite Khan Academy Kitchen By The Hour Labor Union Local 270 Laborers Local Northern California District Council of Laborers Laborers Training Center Speaker HR Consultant Stanford Health Care Stanford University Sunnyvale Health Center Sutter Health Synergy HomeCare SYSCO TE Connectivity The Sequoias TiVo UCSF Medical Center VA Palo Alto Health Care System Vi Retirement Care Communities Villa Sienna WalkMe WindRiver W.L. Butler Construction, Inc. Workday Page 38

40 Thank You to Our Donors July 1, 2015 June 30, 2016 $100,000+ Eustace-Kwan Family Foundation Facebook, Inc. Hopkins & Carley, ALC Tamar and Patrick Pichette Sobrato Family Foundation The Grove Foundation Tipping Point Community $25,000 to $99,999 Anonymous (2) Bank of America Chamberlain Family 6 Cooley LLP Crescent Porter Hale Foundation Frederick and Faith Duhring William and Barbara Edwards Gerald Hurwitz and Susan Borkin J. Scott Kaspick and Susan Termohlen KPMG LLP Leslie Family Foundation LinkedIn Corporation John and Cynthia Lovewell John P. and Tashia F. Morgridge San Francisco Foundation Sand Hill Foundation Silicon Valley Community Foundation TE Connectivity The Kimball Foundation The Morgan Family Foundation The Women's Foundation of California Tides Foundation Wells Fargo Foundation Woodlawn Foundation Page 39

41 $10,000 to $24,999 Anonymous Anonymous 3 Asset Management Company John and Kyra Carswell Colligan Family Charitable Fund 1 Component Fund of the Maine Community Foundation Paul and Marcia Cook David D. Bohannon Organization Gachina Landscape Management Genentech, Inc. Richard and Anjali Hanley J and J Air Joan F.Lane Carl and Shirley Larson 5 Wade and Chisato Loo 3 Duncan L. and Shirley C. Matteson McNellis Family Fund 1 Mendelsohn Family Fund 3 Gordon and Betty Moore Dean Morton 5 Myrtle L. Atkinson Foundation Ronald Perkins and Carol Bruce 5 Philanthropic Ventures Foundation Russell and Helen Pyne Mr. and Mrs. Craig Sharper The Benevity Community Impact Fund Tara VanDerveer 5 $5,000 to $9,999 Raj and Reena Agrawal Anonymous (2) Bodri Fund 2 Mike Boich John and Kelly Brookes Caufield Family Foundation Edward Colligan Jesse Cool Elizabeth and Bruce Dunlevie Page 40

42 Ferrari Ottoboni Caputo & Wunderling LLP Buck Gee and Mary Hackenbracht Eric and Elaine Hahn 5 Heising Simons 1 InfoStretch Corporation Max and Nahid Keech Padraic Kelly Paul and Antje Newhagen Foundation 3 ProInsurance Services, LLC Amy Rao Jonathan and Judy Rattner Kristin Reinke Jake and Robin Reynolds 3 Lisa and Matthew Sonsini 3 Onnolee and Orlin Trapp Union Bank Foundation Alice Wallace $2,000 to $4,999 Anonymous (2) Arborwell Kara Bailey and James Pelham Burn Bank of America Merrill Lynch Pierce Fenner & Smith, Inc. Joel and Wendy Bartlett Brian and Barbara Beattie Barbara and Bill Binder 1 Sukhinder Singh Cassidy and Simon Cassidy John and Pamela Caywood Mathews and Nandini Cherian Lynn and Kenneth Cox 5 The Dauber Foundation Steve Dostart and Sharon Indira Meers Susan Ellis and Mark Linton Arne and Christy Ericson Farwell Charitable 1 Irwin and Concepción Federman John C. Fiddes and Karen D. Talmadge Dorothy A. Free Danny and Janet Fujii-Yeh Page 41

43 The Lynn Gordon and David E. Simon Fund4 Harvey and June Hammer Leslie Hsu and Richard Lenon 5 J&J Air Conditioning, Inc. Richard and Susan Jacobsen 5 Hans and Sylvia Jeans 5 Clay and Sarah Jones Keenan Land Company Lund Foundation 3 Mackenzie Family Fund 3 Markkula Foundation Gary Matuszak May Family Foundation Merrill Lynch Wealth Management Sue and Bill Miklos 7 Northern California Carpenters Regional Council J/J Petricciani Foundation Presidio Bank Rotary Club of Menlo Park Scheuer-Fraedrick Family 5 Steven E. Schmidbauer and Martin P. Herrick Stephanie Seeger Seiler LLP Peter Parkinson and Nora Sobolov Peter Sortwell Stanford Memorial Church Sundance The Steakhouse Palo Alto Jayne D. Sungail and The Doering Family Foundation The Kampe Family Foundation Greg and Elizabeth Vaughan Volckmann Family Foundation Blair Volckmann Jeanne and Leonard Ware Justin Williams Janet Weiss and David Wilson 5 $1,000 to $1,999 Ameritrade Clearing Page 42

44 Anonymous Bruce Arthur Edward and Jimi Barnholt Boucher Family Foundation Dick and Sandra Boyce 5 Bradley-Kleiman 1 Polly and Tom Bredt Ralph and Betty Britton E. J. and Faye S. Brophy Curt and Dudley Carlson Jeffrey T. Chambers and Andrea Okamura Fund 5 Child Gift Fund 1 Patrick D. Daley and Dagmar E. Wedel Matt and Erica Damelio Gordon and Carolyn Davidson 5 Catherine DeLuca Dinsmore Landscape Company Robert A. Dolin Randy Komisar and Debra Dunn 5 Judith V. Earl Shirley R. Ely The East Creek Fund 3 Enterprise Holdings Foundation Joseph and Barbara Evans Teri and Joe Eyre Fischer Family 1 Floyd Family Foundation Ford Land Company James R. Forster Fritz Insurance Agency Cory and Nicole Goligoski John and LuAnne Graves 6 Greene Family 1 Russell B. and Deborah Hall 1 Ross and Karen Heitkamp The Herizg Family Foundation 3 Bruce Homer-Smith and Winnifred Homer-Smith 5 Hillard and Honor Huntington International Facility Management Association Page 43

45 Brian Jackson Rex and Elizabeth Jackson Kalele Foundation William and Elizabeth Kelly Kevin L. Klesenski Christian and Anneliese Koepp Paul and Jackie Kuckein Janet K. Littlefield and William L. Coggshall Lyngso Garden Materials, Inc. Mary Marsh Hubert and Rachelle Marshall Marjorie Martin Lena McCleary and Andrew Keane Anthony and Linda Meier Melmon Family Foundation Jody and Abigail Mortimore David and Alice Mount The Niehans Family 4 Norcal Group Palo Alto Lions Charities, Inc. John and Lynn Peterson Mr. and Mrs. W. Jeffers Pickard George and Barbara Purchase 5 Mr. and Mrs. O Thomas Purl Dennis Rohan Foundation 1 Allen and Cynthia Ruby Allen and Pam Rudolph Safeway Foundation Say Hey Foundation, Inc. Rob and Ann Schilling George and Donna Schmitt The Schroeder Family Charitable Gift Fund 12 Rick and Lauren Schwartz Dudley/Sieloff Family 5 Srinija Srinivasan 3 The Steel Family 10 Rebecca and Nick Sunseri Tate Family David J. Tsiang Foundation Page 44

46 Iain Watson David Weil Millicent G. Wisnom 11 Howard and Katherine Wolf Woodland Park Communities Foundation 3 Steve and Grace Zales $500 to $999 Eli Abbe 5 Anonymous (7) Barry and Amy Asin Carolyn and Steve Bowsher Kerry C. Bradford CPA Braff Family 3 The Steve and Gayle Brugler Fund 5 Douglas and Robert L. Byer Michael R. Cabak Stephen and Diane Ciesinski Michael and Christine Clarke Thomas H. Clewe Charitable Gift Fund 1 Gary F. Cooper Stephen Cross James C. Dehnert and Patricia Worthington Carl and Meredith Ditmore 5 Michael Doll Ed and Joyce Drake 5 Nancy A. Federspiel and Robert F. Fisher David and Diane Feldman 1 John and Laura Foster 5 Derek P. and Sally A. Freyberg Richard and Nancy Goldcamp 5 Werner Graf Martin and Dorothie Hellman Helen R. Helson Kurt Hoefer Rob and Mary Hurlston James Isaacs and Page Mailliard John and Jacque Jarve Deborah and Werner Ju Page 45

47 James and Chrystal Kafka Mike and Martha Kahn 5 Niemasik Kaufman Family Fund 1 Kully Kooner and Nirmy Kang William and Donna Krepick 5 Robert Kricena and Katherine Shigeta Mrs. Marcus A. Krupp Michael Lannoy Orchard Commercial Foundation 3 Karen Lundberg Steve Maxwell Patrick and Nancy McGaraghan Angela and Robert McIntire Menlo Park Live Oak Lions Club Edward and Sumaya Miner Stephen and Jami Nachtsheim Jeff Nakamoto Lebo and Merrill Newman Daniel and Ann Nitzan Carl and Sherrill Nordling NFL Alumni, Inc. Northern California Chapter David D. Oakes and Sheila Botein George and Karen Offen Pacific Nurseries Jill Parker Paul and Lauri Pastrone Jane M. Paulson J. Girvin and Lesley Peters George J. Petersen Planned Environments, Inc. J. David and Valerie K. Powell Scott and Lisa Pritchett Dr. Charles G. Prober and Dr. Laura Bachrach-Prober Nancy and Glenn Rankin 1 Denise S. Ritch Wes and Laurie Rose Ronnie Rosen Bernard Ross Ross Stores Page 46

48 Jozef S. Ruck and Donna S. Ito San Mateo County Sheriff's Office Edwin and Ruth Satterthwaite Mary M. Schiffmann Francis X. Schumacher and Nina Friend Ajit and Chitra Shah Martha Shirk 1 Thomas and Deanna Slater Charles A. Smith and Ann D. Burrell Stephen and Paula Smith Synopsys, Inc. Joseph and Anne Terhar Family Foundation 9 Hans and Elizabeth Wolf Fund 5 Jerry Tinney TE Connectivity Employee Engagement Fund 3 Elvin Tyler Vartanian Family Foundation 3 Walker Family 1 J. Arthur and Charleen M. White Sharon and Will Williams Glyn and Trevlyn Williams Woodmont Real Estate Services C. J. and R. A. Woodruff Family Fund 5 Scott and Joan Wylie John Zeisler and Jennifer Bailey The Zoback Family Charitable Fund 4 Up to $499 Curtis Abbey Curtis and Maryvonne Abbott Deborah Abel and Michael Price Joanne Abel Philip G. Abrahamson and Dana Shelley Carol Ach Douglas and Judith Adams Agilent Technologies Employee Giving Campaign Aurora Aguilar Arthur E. and Rena L. Albert Sylvia Alderman Page 47

49 Donald and June Allan Mohammed S. Alrai Aaron J. Alter and Mary L. Lalakea AmazonSmile Foundation Dean S. Anderson Mary E. Anderson Bill Anderson Paul N. Anderson Stephen and Joanne Andrew Anonymous (38) Judith Appleby Joanne and David Arata Katherine J. Armstrong and Joanne M. Sanders Kaylyn and Michael Armstrong Avidbank James W. and Nancy E. Baer Brandon Bailey and Becky Bartindale Nancy and Patrick Bailey Kim Bain Stephen Baiter and Aimee Delongchamp Donald and Jean Baker Yesh Ballon Kyle Barriger Jr. Jost and Heidi Baum Richard A. Baumgartner and Elizabeth Salzer Sharon D. Beard Glenn Behm Robert and Suzanne Bell Belly Fire Branding John W. and Virginia A. Beman Daniel and Lynn Benas Mary Bender and Stephen Hoyt Robert and Jo C. Benson Martin M. Berndt Mark and Susan Bertelsen James and Dorothy Bettinger Linda Beyce Timothy and Carolyn Biglow 5 Cathy Blake Page 48

50 Susan Blau Patricia Blumenthal, Ph.D. Mr. and Mrs. John R. Boice Susan Boiko Martha W. Bond Roy and Rose Borrone Bruce and Susan Bower Kathryn Bowsher Michael R. and Sheila J. Brand John and Sharon Brauman Stephen and Mary Jo Brimhall Richard Brown and Anita Schubert Brown Kathleen Brownell Mr. and Mrs. Ed S. Brugge Thomas M. Brunner Luisa Buada, RN, MPH Carl Buck Gloria Buckham Toby C. and Barbara J. Burgelin Lillian L. Burt Donald and Mary Sheila Caddes Gail Cannis Margaret H. Carney John and Jenny Carreno Marlyn and James Carson Jennifer and Joseph Castello Andrea Cervenka and Shai Friedland Daniel and Katherine Chappelear Phillip and Michele Chavez Christine A. Chidlow Robert and Anita Chiles Ruth and George Chippendale Frank Chmielewski Jeff Chow Barbara Christiani Katherine Clark-Kelly Classic Car Wash Robert and Susan Coffman Harry and Judy Cohn Page 49

51 Congregation Beth Am Harlan and Yolanda Cooper Robert Cooper and Irene Ralston Capt. Roger Copeland John J. Corcoran Constance Crawford Nick Crews Dr. and Mrs. Douglas Daetz M. William Daley and Karen Shea-Daley David and Judith Davis John Davis Dawes Family Fund 3 Walter R. and Jane Day John De Bell Candace Deanes Alexandra Z. Deller-Kushner and Aryeh Kushner Reid and Peggy Dennis Mark and Cheri Devlin Albert and Dora Dien Jeffrey Dobrinsky Kathleen Donovan Sanford M. and Barbara F. Dornbusch Mary Louise Dorr Mia Doster Don and Maryellen Douglas Ken Dressel Donald Drumright and Darsha Davidoff Stuart and Marjorie Dufour Cathey L. Edwards Alonzo and Mary Emery Theresa L. Ende Adrienne Eng Gudrun Enger Envestnet Giving Program Taia Ergueta and Gary Kah Mary Ericsson Elisa Estrada Jerald R. Evans Edward and Lois Everett Page 50

52 Sheila and Philip Faillace Eric and Sonali Fain Richard Falk and Ms. Francine Falk-Allen Sally and W. Craig Falkenhagen Patricia Faust Anne M. Feldhusen Fidler Family 1 Paul L. Fink and Anita Sande Susan and Allen Fischer Alice and Herb Fischgrund 5 Alan S. Fisher and Dr. Barbara R. Sommer Margaret and Les Fisher David S. Flamm and Margaret Stevenson Alison Fleming and Mark Reinhold Anthony Flores Barbara and Stephen Fox Mr. and Mrs. Gregory R. Fretz Marietta Frey and Michael Migliore Meir and Dafna Friedlander Samuel Friedman and Lauren Stein Hal M. and Hilda J. Friedman Jay H. Friedrichs 1 Vlad and Renate Fruchter Furlong-Heitman Family 3 Deborah E. Gallegos Terry and Carolyn Gannon Linda Gass and Rob Steiner 5 GE Foundation Kingston Gee Gerson Bakar Foundation Tyra Gilb Jo Rawlins Gilbert Steven Godfryd Lea and Brian Goldstein Hall and Theresa Gong Rose Marie Gonzalez-Nichols Google Matching Gifts Program Assembly Member Richard Gordon Dick and Anne Gould Page 51

53 Herbert A. and Bonita S. Grand Fred and Maryhelen Greaves Michael and Anne Green Robert L. Greenfield David and Karen Gregory Sk Gupta Mr. and Mrs. David B. Gustavson Eben M. Haber Geri Hadley David Hale and Penny J. Bayless Stephen Halprin Shirley and David Hammond Lorraine and Noble Hancock Anthony and Mary Louise Hanley Holly and Eric Hanson Robert Hardaway Thomas and Carolyn Harder Ronald J. Harper Joyce and James Harris Family 1 Judith W. Harris 2 Frances B. Hart Edward S. and Abigail H. Hartford Shuji Hasegawa Michael Havern Tommy and Nancylee Hawkins Gary and Patricia Hedden Sandy and Frank Hedley William Heinz Thomas C. and Barbara P. Heller Virginia and Wolfgang Henke Hershey Quon 1 Michael E. and Ruth H. Hodos Stephanie G. Hoffman Robert A. and Lindsay Hogue Leslie Hokama Gretchen W. Hoover Trust Robert N. Horowitz Todd Hovey Kenneth R. Hower and Vivian Bens-Hower Page 52

54 Penelope Huang Todd Husak Richard C. Ittner Mr. and Mrs. Matthew Ives Cynthia R. Jacobson James and Rosemary Jepson Charles and Barbara Joan Johnson Drew Johnson and Elizabeth E. Joblin Robert S. Johnstone Bernt Jonzzon Andrea G. Julian Vidya and Stephen Kagan Kahn Family 1 Barbara Kaiser Steven Kalikow Douglas A. and Rebecca D. Karlson Yeprem and Judy Kelegian Arthur Keller Richard and Gina Kelley Michael Kelly Michael A. Kelly Anita Kelly Sarah Kelsey and William F. Forrest Dorothy B. Kennedy Carolyn D. Kiely David and Kirsten King Kirkpatrick Family 1 Donald and Susan Kirtley Fred and Gail Kittler KLA-Tencor Corporation Edward S. Klotz Alexander G. Kobayashi Robert Kodweis Karl L. Konnerth and Julie Ambrosia Anne P. Kortlander Vivian Kral and Tom O'Dowd Barry Kramer Faith and Paul Kroeger Barbara Kuehn Page 53

55 Dr. and Mrs. Ralph A. Kuiper JoAnn Kukulus and Fred Wiener Eivind G. Lange Paul and Margaret Lansky Amy L. Lansky Matthew Larsen Barbara W. Lawson Rona Layton Karen Leakins Tomoko Lee Dr. P. H. Leiderman and Dr. Gloria F. Leiderman Martha Leviant Joshua and Sarah Levy Jae-Min Liao and Shiao-Ping Lu Ann and George Limbach Roger and Clelia Lion Edward and May Lipinsky James G. Little and Linda K. Persson Robert Litwiller LindaSue and Michel Liu Peter and Sonja Lobban Harry K. Logan Renee L. Lombardi Anne and Brent Lucas Tracey Maas Peter and Heather Macdonald Annette M. Machado Joan and Ib M. Madsen Carl Madson Pamela Magie Henry Magnuski Alok Mahajan Gary Mandelstam Sandra T. Manning and Sara F. Tretbar Donna Marcus Patricia M. Markee Robert Markert and Pattie Pape Robert Marsh Joanna Martin Page 54

56 Janet A. Martin Dr. Gerald A. Marxman Dr. and Mrs. Robert C. Master June Matsueda Mr. and Mrs. John F. Matthews II Sean and Christine Matthews Jonathan Maystrik James and Marjorie L. McCandless Jon G. McCarty Elizabeth McDougall The Mc Elwee Family Graig and Janet K. McHendrie Danae McLaughlin Robert McMillen Dr. Faye McNair-Knox Shannon Mees Dan Mennel Charles and Karen Mesirow Luise Meyer Jane R. Meyers Evelyn Mickevicius and Ingrid Dreuth Theodore and Janice Mill Lewis Miller Donna Miller Irene Miller-Guaraglia and Paul Guaraglia George and Beth Mills Jill Mizono Douglas and Beth Mohr Clem and Jane Molony Hugh Molotsi John and Susan Monson Mr. and Mrs. Kenneth G. Moore Kevin W. and Pingya Li Moore Elizabeth and Mark Moragne George and Barbara Morris Jeffrey and Janice Morton Peter and Jacqueline Moseley Anne G. Moser Robert and Harriet Moss Page 55

57 Mark and Laurie Muenchow Donald and Lillian Munakata Carol A. Munch-Taylor Abigail and Michael Munro John B. and Linda L. Murphy Karen L. Myers Jim and Harriet Nakano Network for Good Peter and Elizabeth Neumann Merrill and Alicia Newman Patricia and David Newman Barbara G. Noparstak and Duane Bay Keith and Leslie Ota Nordman Robert and Elisabeth Edson Nordman Linda Norton Notre Dame Institute No. 124 Bruce and Anita Ochieano Oldfield Charity Fund 5 Bud and Ann Oliver One East Palo Alto Carol Peters O'Neill and John O'Neill David Oppenheimer and Elaine Sulzberger 5 John and Maria O'Shaughnessy Leo and Charlene Ott 5 Pacific Gas and Electric Company Robert and Martha Page Marianne W. Palefsky Amelia Palomera George Papadoyannis M. J. Fisher G. Lyndall Parsons Howard Partridge Robert and Joan Patch John and Barbara Pavkovich Brian Perkins and Cathrin Callas C. R. Perrault Paul F. Perret Alan Petersen and Janis Peterson Susan Petro Page 56

58 Lee and John M. Pierce Michael and Susan Plass Pledgeling Jill Podolsky Julie Ann Poimiroo Ann Poulson Project WeHope John and Sandra W. Pyne Elaine and Dr. James Raitt Joan Ramage Christine Rammler April and Joe Ramos Elaine Ray Gordon Readey J. Richard and Karen S. Recht Margaret Reeves Ann and William Regan 3 Marc E. Regelbrugge Rob and Julie Reis David B. and Frances H. Reneau Janice Reynolds Edward and Verne Rice Jon and Carol Richards Jean Ringe Angela M. Robbiano Matt and Laurie Rohrbach Mary Frances Rominger Barbara Ross Donald and Sarah Ross Doron Rotman Ellen Rozzi Donald Rush and Jacqueline B. Reynolds-Rush John and Kitti Salera San Jose Die Casting Chester and Jean Sandberg Sanders Family 3 Bruce Sandys Doris C. Santana Russell and Anita Satake Page 57

59 Schaumann Philanthropic 5 Mark and Lisa Schiavenza Michael Schiff Stephanie Schley Joanne D. Schott Richard B. Schumacher Bernice Schwabacher Martin and Roberta Schwartz Shirley F. Schwoerer Barbara Seaney John P. Serafin Elisabeth Martin Sesek and Edward Sesek 5 Costa and Julie Sevastopoulos Philip and Sheri Shemanski David J. Sherden Steven E. Shladover Pete and Gail Shoemaker John Shott Stuart and Terry Silverman Ramasamy Simpson 1 Lisa Sitkin Walter and Judith Sleeth Foundation Gail Slocum Eric Small David and Lenelle Smith George and Lora Smith Gregory Smith Lyle Smith Mallory Smith Strether Smith Fred and Patricia Smith Michael R. Sogard Dr. Frank and Mrs. Karen Sortino Robert G. and Betty A. Spiegelman James E. Springgate Living Trust Bryan Srabian Roshni and Murari Srinivasan St. Bartholomew Parish Community Jeffrey W. Stallings Page 58

60 Stauffer Family Fund 3 Nancy Steege Russell Stein Sarah W. Stephens Barbara and Charles Stevens 2 Homer and Mallory Stevens Karen and Peter Stine Dorothy H. Stivers Elizabeth and Frank Stockdale Aaron Strauch and Farish Haydel Eric and Nancy Strauss Keith Sturgess Harlan E. and Melissa D. Suits Marilyn B. Sutorius Joeleen Tacdol Fielding N. and Mary Jane Tapp Eliot F. and Christine L. Terborgh The Party Staff Inc. The Peninsula Regent The Schaumann Philanthropic Fund 5 James C. Thompson and Sandra I. Hietala Edward and Gail Thompson Timothy and Sally Tomlinson 1 James E. Toth and Quynhthu X. Le Frederick and Nomi Trapnell Arthur and Loretta Traum Charlene Trinh Mr. and Mrs. H. Anton Tucher Brett Tucker and Flora Wu Coach Amy Tucker Clarence V. Laiwa, Jr. and Valerie Tulier Charlotte and Harry Turner Beth Urfer John and Joan Urquhart Ho van Melle 1 James Vanides Samir and Sneha Vasavda VKRM Silicon Valley Mary Vollinger Page 59

61 Nancy Voorhees Eric and Pamela Wagner Cynthia and Mark Walden Nancy and Rich Walsworth Evelyn and Christian Walter Verma Walton Roger and Joan Warnke Gerald and Connie Watanabe Kathleen S. Weiss Martin Wheaton Fredrik Widman John and Lynn Wiese 5 Gregory and Carolyn G. Wilbur Robert Wilcox Rita C. Williams and Lindsay Bowen Michael and Virginia Williams Robert and Nancy Williams Mary E. Williams Jonathan and Barbara Windham 1 Chris A. Witzel and Mary Jo Ottman Amanda Wong Ken and Patricia Stokes Woodrow John and Barbara Woods Marzette O. Woods Anita Wotiz and R. E. Meeker, Jr. Gerald and Artemas Yaffe Larry and Vickie Yamaoka Bethzabe I. Yanez Elizabeth J. Yasek Peter and Gail Bates Yessne Dr. Patricia C. Yeung and James Harris Grace S. Yoshida and Robert G. Ting Richard and Susan Zare John and Marie Zderic Susan R. Zweig In-kind Gifts Judith E. Abbott Arthur E. and Rena L. Albert Page 60

62 Rosemary Alvarez Anonymous (2) Dana Ascher Mr. and Mrs. Attles Jost and Heidi Baum Helen Baumann Marjorie Bernknopf Mr. Berry James and Dorothy Bettinger Susan Blau Bob's Red Mill Natural Foods Theo Bodmer Susan Boiko Karol Bondy Eric Bourman Sandi Bovenizer-Albert John Bowley Laurel Brock Marsha Brock Joni Brockway Rayna Brown Sally Brudos Sharolyn Burkoth Paul and Martha Chamberlain Daniel and Katherine Chappelear Mrs. Chen Yu-Shan Chuang Emily and Timothy Clark Thomas H. Clewe Jesse Cool Sandra Coplon Ronald A. Croen John Davis Catherine DeLuca Sharon Kristensen Richard Denman Sarah Donaldson Eric Down Dan and Sunny Dykwel Page 61

63 Harriet Eastburg Edgewood Center for Children and Families Karen and R. Ersted Vonnie Estes Facebook Myrna Fernandez Suzanne Fortune Forty Niners Stadium Management Company Dorothy A. Free Gachina Landscape Management Kathy Gallo Jeanette Garretty Romola and Mark Georgia Sofik Gharagozian Denise Gilbert Lynn Gordon and David E. Simon Linda Graser Deborah Gravitz Joan and Alan Henricks Yvonne Hoffma Home Depot Kenneth Hopkins Marilyn and Lee Hubbard Jamie Hui InfoStretch Corporation J&J Air Conditioning, Inc. J. Lohr Vineyards & Wines Bernice and Louis Jahnke Marguerite B. Janopaul Drew Johnson and Elizabeth E. Joblin Chuck Jones Robert P. and Sandra D. Kahn Kamakshi's Kitchen, LLC. Irene Kane J. Scott Kaspick and Susan Termohlen Praveen Khilnani Delbar Khosravi Donna Kruep Mrs. Marcus A. Krupp Page 62

64 L&W Supply Carol Lamont Mr. and Mrs. Kenneth P. Lawler Christopher Leet John P. T. Lowe Chelsea Lynch Lois Marshall-Ward and Jerry Ward Joanna Martin Pamela Martin Dr. James D. and Renee Masterson Jessica Mauch Norman Mc Elroy Stepheny P. Mc Graw Claudia McCoy Mariar McKenna Danae McLaughlin Joseph and Jeanette Mell Elyce Melmon Robert Mitchell Clem and Jane Molony Monica Moore Karen L. Myers Ainsley Nies Florence Nixon Sue Oppenheimer Peter Parkinson and Nora Sobolov William and Nancy Peacock Peninsula Beauty Supply, Inc. Patrick and Tamar Pichette Ann Poulson Kathleen Powell Michael Pressfield Ruthann Quindlen Lisa Raymundo Kristin Reinke Richard Reitman Jordan Reyes Michelle Rotzin Mary and Allen Ryan Page 63

65 San Francisco Giants Paul and Susan Schmitt Marc Shaw Pete and Gail Shoemaker Alexandra Smith Brenda Smith Mallory Smith Mark Soltau Standish Management Diana Stanton Myriena Jo Stokes Edward and Leilani Stritter Tangle Inc. Cheryl Tassa The Westin San Francisco Airport Sandra Thornton Tom Chen Photography United Airlines Barbara Varenhorst Henry and Donna Wada Erica Walden Diana T. Wallace Webcor Builders Incorporated Stephanie Weiss and Rod Strickland Lawrence White Michael and Virginia Williams Cory Wolbach Anita Wotiz and R. E. Meeker, Jr. Carolyn Yee Dr. Pai-Ling Yin 1 Donor-advised fund of The Fidelity Charitable Gift Fund 2 Donor-advised fund of the Jewish Community Endowment Fund of the Jewish Community Federation of San Francisco, the Peninsula, Marin and Sonoma Counties 3 Donor-advised fund of Silicon Valley Community Foundation 4 Donor-advised fund of the Vanguard Charitable Endowment Program 5 Donor-advised Charitable Gift Account at Schwab Charitable Fund 6 Donor-advised fund of Morgan Stanley Global Impact Funding Trust Inc. Page 64

66 7 Donor-advised fund of the Benevity Community Impact Fund, a fund of American Endowment Foundation 8 Donor-advised fund of the Los Altos Community Foundation 9 UBS donor-advised fund of National Philanthropic Trust 10 Donor-advised fund of Goldman Sachs Philanthropy Fund 11 Donor-advised fund of ImpactAssets Inc. 12 Donor-advised fund of The T. Rowe Price Program for Charitable Giving 13 Donor-advised fund of Wendling Fund of Berkshire Taconic Community Foundation We have made every effort to list donors accurately. If you have any questions or concerns about this list, please contact Reshma Putnam at (650) or her at: rputnam@jobtrainworks.org. Page 65

67 Board of Directors Tamar Pichette, Chair Ruben Abrica Jesse Cool Teri Eyre Clarence J. Ferrari, Jr. Richard Hanley Jerry Hurwitz Anees Iqbal Clay Jones J. Scott Kaspick Vivian L. Kral Wade W. Loo Kristin Reinke Becky Sunseri Charlene Trinh Tara VanDerveer Michael Williams Rita C. Williams Strategic Advisory Committee Paul Chamberlain, Chair Frank Caufield Paul M. Cook, Past Chair Susan Ford Dorsey Dick Gould Ronnie Lott John Lovewell Duncan L. Matteson Hon. Becky Morgan Dean Morton Russell Pyne John Sobrato John Volckmann JobTrain 1200 O Brien Drive, Menlo Park, CA Tel.: Web: Page 66